US20020169649A1 - Methods and systems for performing acquisition integration - Google Patents
Methods and systems for performing acquisition integration Download PDFInfo
- Publication number
- US20020169649A1 US20020169649A1 US09/855,091 US85509101A US2002169649A1 US 20020169649 A1 US20020169649 A1 US 20020169649A1 US 85509101 A US85509101 A US 85509101A US 2002169649 A1 US2002169649 A1 US 2002169649A1
- Authority
- US
- United States
- Prior art keywords
- integration
- acquisition
- computer
- events
- user
- Prior art date
- Legal status (The legal status is an assumption and is not a legal conclusion. Google has not performed a legal analysis and makes no representation as to the accuracy of the status listed.)
- Granted
Links
- 230000010354 integration Effects 0.000 title claims abstract description 435
- 238000000034 method Methods 0.000 title claims abstract description 75
- 230000008569 process Effects 0.000 claims abstract description 32
- 238000004590 computer program Methods 0.000 claims description 17
- 230000007704 transition Effects 0.000 claims description 15
- 238000007726 management method Methods 0.000 claims description 12
- 230000008901 benefit Effects 0.000 claims description 10
- 238000004891 communication Methods 0.000 claims description 8
- 238000003324 Six Sigma (6σ) Methods 0.000 claims description 7
- 238000013439 planning Methods 0.000 claims description 7
- 238000005516 engineering process Methods 0.000 claims description 5
- 238000004519 manufacturing process Methods 0.000 claims description 5
- 230000005183 environmental health Effects 0.000 claims description 4
- 238000012358 sourcing Methods 0.000 claims description 2
- 238000010586 diagram Methods 0.000 description 5
- 238000003339 best practice Methods 0.000 description 4
- 238000012552 review Methods 0.000 description 2
- 230000007547 defect Effects 0.000 description 1
- 238000011161 development Methods 0.000 description 1
- 230000000694 effects Effects 0.000 description 1
- 230000000977 initiatory effect Effects 0.000 description 1
- 230000004048 modification Effects 0.000 description 1
- 238000012986 modification Methods 0.000 description 1
- 230000008520 organization Effects 0.000 description 1
- 238000012216 screening Methods 0.000 description 1
Images
Classifications
-
- G—PHYSICS
- G06—COMPUTING; CALCULATING OR COUNTING
- G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
- G06Q10/00—Administration; Management
- G06Q10/04—Forecasting or optimisation specially adapted for administrative or management purposes, e.g. linear programming or "cutting stock problem"
-
- G—PHYSICS
- G06—COMPUTING; CALCULATING OR COUNTING
- G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
- G06Q10/00—Administration; Management
- G06Q10/06—Resources, workflows, human or project management; Enterprise or organisation planning; Enterprise or organisation modelling
-
- G—PHYSICS
- G06—COMPUTING; CALCULATING OR COUNTING
- G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
- G06Q10/00—Administration; Management
- G06Q10/06—Resources, workflows, human or project management; Enterprise or organisation planning; Enterprise or organisation modelling
- G06Q10/063—Operations research, analysis or management
- G06Q10/0631—Resource planning, allocation, distributing or scheduling for enterprises or organisations
- G06Q10/06311—Scheduling, planning or task assignment for a person or group
- G06Q10/063114—Status monitoring or status determination for a person or group
-
- G—PHYSICS
- G06—COMPUTING; CALCULATING OR COUNTING
- G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
- G06Q10/00—Administration; Management
- G06Q10/10—Office automation; Time management
-
- G—PHYSICS
- G06—COMPUTING; CALCULATING OR COUNTING
- G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
- G06Q10/00—Administration; Management
- G06Q10/10—Office automation; Time management
- G06Q10/109—Time management, e.g. calendars, reminders, meetings or time accounting
- G06Q10/1093—Calendar-based scheduling for persons or groups
- G06Q10/1097—Task assignment
Definitions
- This invention relates generally to integrating an acquired company with an acquiring company and more particularly, to methods and systems for assimilating a newly acquired asset or company with another asset or company.
- Acquisition integration refers to processes and systems for assimilating a newly acquired asset (e.g., a portfolio) or company with an existing asset or company. For example, acquisition integration occurs when one company acquires another company. Acquiring a company includes multiple phases.
- Such phases include, for example, a pre-due diligence phase during which objectives to achieve in an acquisition are defined, a due diligence phase during which candidate companies being considered for acquisition are studied, a post-sign/pre-close (i.e., contracts are signed but operating provisions are not yet effective) phase during which contractual contingencies are resolved, a post-closing (i.e., contracts fully effective) phase during which the acquired company comes under the control of the acquiring company, and a transition to operations phase where the former two companies begin to operate as a single entity.
- a pre-due diligence phase during which objectives to achieve in an acquisition are defined
- a due diligence phase during which candidate companies being considered for acquisition are studied
- a post-sign/pre-close i.e., contracts are signed but operating provisions are not yet effective
- contractual contingencies are resolved
- a post-closing i.e., contracts fully effective
- Integrating the operations and staff functions of the acquired company with the acquiring company traditionally starts with the post-sign/pre-close phase and continues into the post-closing phase.
- the integration activities may be minimal due to complexities and concerns relating to contractual contingencies, e.g., governmental reviews and approvals.
- Checklists are commonly utilized in the due diligence phase of an acquisition.
- a legal due diligence checklist for example, identifies areas of concern regarding possible legal liabilities that should be analyzed when contemplating acquiring a company.
- An individual performing the legal due diligence can use the checklist as a tool to help ensure that the usual areas of concern have been addressed.
- Checklists typically are used in the due diligence phase and do not span across multiple phases of the acquisition process.
- the checklist is used to indicate whether a particular task has been fully completed (e.g., does not indicate the extent to which a task is partially completed) and does not facilitate capturing process changes implemented in connection with a particular acquisition. Consequently, changes in the acquisition process for particular types of acquisitions often are not broadly communicated and easily replicated throughout a business.
- Success in an acquisition i.e., achieving the acquiring company goals, depends on integration of the acquired company into the acquiring company.
- integration includes not only the operations of the companies, but also the management structures and corporate cultures. Improving the processes and systems utilized in connection with acquisition integration therefore should enhance the likelihood for successful acquisitions.
- a method in a computer for generating an acquisition integration project plan comprises displaying a plurality of pre-defined integration events based upon at least one user selected integration area, each pre-defined integration event being associated with a phase in an acquisition process, receiving at least one user selection of a pre-defined integration event for each user selected integration area, displaying the user selected, pre-defined integration events for each user selected integration area, displaying at least one of a name of a person responsible, a due date, a completion percentage, and a commentary for each user selected, pre-defined integration event, and storing the user selected, pre-defined integration events and corresponding integration areas as an acquisition integration project plan.
- a computer which is programmed to display a plurality of pre-defined integration events based upon at least one user selected integration area, each pre-defined integration event being associated with a phase in an acquisition process, display at least one user selected, pre-defined integration event for each user selected integration area, display at least one of a name of a person responsible, a due date, a completion percentage, and a commentary for each user selected, pre-defined integration event, and store the user selected, pre-defined integration events and corresponding integration areas as an acquisition integration project plan.
- a database for acquisition integration which comprises data corresponding to at least one integration area and data corresponding to integration events for each integration area.
- a system for acquisition integration which comprises a database comprising data corresponding to integration events for at least one integration area and a server configured to prompt a user to select an integration area and to provide information regarding a status of integration events within the integration area.
- a method for acquisition integration planning comprises selecting, from an electronic interface, at least one of a plurality of integration areas, identifying a responsible person for each integration area using the interface, identifying a responsible person and a due date for each integration event within an integration area through the interface, and requesting, from the electronic interface, a percentage completion for each integration event.
- an apparatus which comprises means for prompting a user to select at least one integration area, means for displaying a plurality of integration events for the selected integration areas, and means for generating an integration acquisition project plan using selected integration events is provided.
- a computer program embodied on a computer-readable medium which comprises a code segment that manages integration areas for acquisition integration, a code segment that organizes integration events for each integration area, and a code segment that generates an acquisition integration plan including a set of integration events and deliverable checklists based on user selected integration areas, to guide the user through integration process.
- a method for operating a computer which comprises prompting a user to select an integration area from an acquisition integration main user interface, displaying a set of selectable integration events for the selected integration area, and generating an integration project plan incorporating selected integration events.
- a computer which is programmed to prompt a user to select an integration area from a computer generated screen configured as an acquisition integration main user interface, display a set of selectable integration events for the selected integration area, and generate an integration project plan incorporating user selected integration events.
- a computer-readable medium which is executable by a computer for receiving user selections of pre-defined integration areas, receiving user selections of pre-defined integration events for the selected integration areas, and generating an acquisition integration plan with the user selected, pre-defined integration areas and integration events for a planned acquisition.
- FIG. 1 is a flowchart illustrating process steps for generating a functional acquisition integration plan.
- FIG. 2 is a block diagram of a system.
- FIG. 3 is a block diagram of a network based system.
- FIG. 4 is an example of a login user interface for an acquisition integration framework tool.
- FIG. 5 is an example of a main user interface for an acquisition integration framework tool.
- FIG. 6 is an example of a Send Feedback user interface.
- FIG. 7 is an example of an AIF Overview user interface.
- FIG. 8 is an example of a Business Leader integration area user interface.
- FIG. 9 is a second portion of Business Leader integration area and deliverables checklists user interface.
- FIG. 10 is an example of an integration event explanation user interface.
- FIG. 11 is an example of a management presentations user interface.
- FIG. 12 is an example of an Intellectual Property integration area user interface.
- FIG. 13 is an intellectual property deliverables checklist.
- FIG. 14 is an example of an Intellectual Property Overview user interface.
- FIG. 15 is an example of an Intellectual Property “Do's and Don'ts” user interface.
- FIG. 16 is an example of an Intellectual Property contacts user interface.
- FIG. 17 an example of a portion of an Intellectual Property Integration Project Plan.
- FIG. 18 is an is an example of a Search AIF user interface.
- FIG. 19 is an example of an Integration Progress Report user interface.
- FIGS. 20 through 81 are spreadsheets listing pre-defined integration areas and a list of pre-defined integration events for each integration area.
- acquisition integration refers to processes and systems for assimilating a newly acquired asset (e.g., a portfolio) or company with an existing asset or company.
- acquisition integration processes and systems are utilized to incorporate a purchasing company's philosophies and operating styles into an acquired company, while realizing that the acquired company may bring “best practices” and operating philosophies that will improve the acquiring company.
- best practices refers to processes and systems for performing tasks or functions that exceed the results of other known processes and systems.
- the methods and systems described below are easy to use, and facilitate clear communication and tracking of tasks performed in connection with an integration. Ease of use facilitates initiation of the acquisition integration processes early in the overall acquisition process. In addition, and as described below, the methods and systems are flexible to accommodate unique aspects of each acquisition. The methods and systems also capture the knowledge and experience gained in each acquisition, which facilitates a sharing of such knowledge and experiences with others involved in performing acquisition integration as well as enhances the repeatability of processes that are determined to be best practices.
- FIG. 1 is a flowchart 2 illustrating process steps for generating an acquisition integration project plan.
- a person familiar with computer software code can utilize flowchart 2 in combination with various user interfaces (described below), to develop a computer program that is executable by computer systems (shown in FIGS. 2 and 3) which are described herein.
- a system based acquisition integration tool provides a framework for generating such a plan. Specifically, after a user logs into the system, the system prompts the user, e.g., via a display, to select 4 an integration area from an acquisition integration main user interface. Examples of pre-defined integration areas include commercial, operational, human resources, legal, and financial.
- the system displays 6 a set of selectable, pre-defined integration events including deliverables checklists for the selected integration area.
- Each integration event is listed under a respective heading, and each heading representing a phase in the acquisition process. Examples of headings include pre due diligence, due diligence, post sign/pre close, post close and transition to operations.
- deliverables are listed under each heading. The list of deliverables can be used to determine whether all tasks associated with a particular integration event have been completed.
- the acquisition integration plan is formed 8 based on the user-selected integration areas, and the plan includes, for each integration area and each phase of acquisition, integration events and deliverables.
- FIGS. 20 through 81 a list of pre-defined integration areas and a list of pre-defined integration events are set forth in FIGS. 20 through 81.
- a user is able to construct a customized integration plan using those areas and events the user, for example an integration manager for an upcoming acquisition integration, sees as being pertinent to their acquisition integration.
- best practices implemented by an acquiring company may cause certain integration areas and integration events to be required in every acquisition integration project plan.
- a user is able to add user-defined integration areas and events to their integration, based upon specific integration needs, which, in the future, may be added to the pre-defined integration areas and integration events by a system administrator.
- the user is able to store their “custom” integration plan for access and use by their integration team as a spreadsheet or as a web page.
- the user and the integration team is thus provided with an acquisition integration plan, which is based upon pre-defined integration areas and events, which provides rigor and consistency to the acquisition integration process, and user-defined integration areas and events, which provides flexibility to the integration process.
- FIGS. 2 and 3 illustrate, in block diagram form, hardware architectures that can be utilized in connection with implementing an acquisition integration system.
- the system can be implemented on many different platforms and utilizing different architectures.
- FIG. 2 is a block diagram of a system 10 that includes a server sub-system 12 , sometimes referred to herein as server 12 , and a plurality of devices 14 connected to server 12 .
- devices 14 are computers including a web browser, and server 12 is accessible to devices 14 via a network such as an intranet or a wide area network such as the Internet.
- devices 14 are servers for a network of user devices.
- Devices 14 are interconnected to the network, such as a local area network (LAN) or a wide area network (WAN), through many interfaces including dial-in-connections, cable modems and high-speed lines.
- devices 14 are any device capable of interconnecting to a network including a web-based phone or other web-based connectable equipment.
- Server 12 includes a database server 16 connected to a centralized database 18 .
- centralized database 18 is stored on database server 16 and is accessed by potential users at one of user devices 14 by logging onto server sub-system 12 through one of user devices 14 .
- centralized database 18 is stored remotely from server 12 .
- FIG. 3 is a block diagram of a network based system 22 .
- System 22 includes server sub-system 12 and user devices 14 .
- Server sub-system 12 includes database server 16 , an application server 24 , a web server 26 , a fax server 28 , a directory server 30 , and a mail server 32 .
- a disk storage unit 34 incorporating a computer-readable medium is coupled to database server 16 and directory server 30 .
- Servers 16 , 24 , 26 , 28 , 30 , and 32 are coupled in a local area network (LAN) 36 .
- LAN local area network
- a system administrator work station 38 , a work station 40 , and a supervisor work station 42 are coupled to LAN 36 .
- work stations 38 , 40 , and 42 are coupled to LAN 36 via an Internet link or are connected through an intranet.
- Each work station 38 , 40 , and 42 is a personal computer including a web browser. Although the functions performed at the work stations typically are illustrated as being performed at respective work stations 38 , 40 , and 42 , such functions can be performed at one of many personal computers coupled to LAN 36 . Work stations 38 , 40 , and 42 are illustrated as being associated with separate functions only to facilitate an understanding of the different types of functions that can be performed by individuals having access to LAN 36 .
- Server sub-system 12 is configured to be communicatively coupled to various individuals or employees 44 and to third parties, e.g., user, 46 via an ISP Internet connection 48 .
- the communication in the embodiment described is illustrated as being performed via the Internet, however, any other wide area network (WAN) type communication can be utilized in other embodiments, i.e., the systems and processes are not limited to being practiced via the Internet.
- WAN wide area network
- local area network 36 could be used in place of WAN 50 .
- any employee 44 or user 46 having a work station 52 can access server sub-system 12 .
- One of user devices 14 includes a work station 54 located at a remote location.
- Work stations 52 and 54 are personal computers including a web browser.
- work stations 52 and 54 are configured to communicate with server sub-system 12 .
- fax server 28 communicates with employees 44 and users 46 located outside the business entity and any of the remotely located customer systems, including a user system 56 via a telephone link.
- Fax server 28 is configured to communicate with other work stations 38 , 40 , and 42 as well.
- FIG. 4 is an example of a login user interface 100 for an acquisition integration framework tool.
- Authorized users are able to access the acquisition framework tool by entering a valid user name and password. If a password is forgotten, a link exists where a user can notify a system administrator of the forgotten password. A link where a non-user can request an account is also supplied in the embodiment of user interface 100 shown in FIG. 4.
- FIG. 5 is an example of an acquisition integration main user interface 110 for athe acquisition integration framework tool.
- Main user interface 110 includes headings for Commercial, Operational, Human Resources, Legal, and Financial. Under each of the headings are groupings of pre-defined integration areas, which are selectable by a user. Selection of a heading or the integration areas under a heading, causes to be displayed pre-defined integration events for the selected integration area.
- the display further includes a name for a person responsible for the selected integration area.
- data corresponding to integration areas and integration events are stored within database 18 (shown in FIG. 2).
- an example pre-defined set of integration areas that a user can select from includes, under the Commercial heading, sales and marketing, E-commerce financial services, including customer service and collections, and sourcing.
- pre-defined integration areas include product, services, risk, six sigma and systems/information technology.
- the product integration areas includes integration areas for manufacturing, engineering, logistics, and environmental health and safety (EHS).
- a human resources integration area heading includes, in the embodiment shown, pre-defined integration areas for communication, culture, and strategy, including organization development, labor relations, employee benefits, compensation, employment practices, and employee services implementation (payroll benefits, expatriate administration and travel and living expenses).
- a legal integration area heading includes, in the embodiment shown, pre-defined integration areas for legal, intellectual property and compliance.
- a financial integration area includes treasury, Euro programs, financial planning, closing reporting, tax integration, controllership, and insurance.
- selectable links selection of which provide the user with pre-defined integration events for a business leader, a due diligence leader, and an integration leader, in a graphical depiction of the relationship between those leaders.
- a user is further able to select an acquisition integration framework (AIF) overview or a feedback link (both described below), to provide comments to the administrator regarding system functionality.
- AIF acquisition integration framework
- FIG. 6 is an example of a Send Feedback user interface 120 for an acquisition integration framework tool, showing a comment area where a user can enter comments for storage in database 18 (shown in FIG. 2) and submission of user-defined integration areas and integration events to a system administrator.
- FIG. 7 is an example of an AIF Overview user interface 130 .
- user interface 130 includes a description of the DMAIC (Define, Measure, Analyze, Implement, and Control) Integration Process, Non-Negotiables (elements that are essential for conducting business), and the Features of the AIF.
- Data corresponding to the AIF overview is stored within database 18 , for display by system 10 .
- AIF Overview user interface 130 describes the philosophy underlying the acquisition integration framework, and is used to inform the user about critical aspects of Acquisition Integration.
- FIGS. 8 and 9 are an example of a Business Leader integration area and deliverables checklists user interface.
- a first portion 140 of the user interface are links to AIF main user interface 110 (shown in FIG. 5), an Overview user interface, a “Do's/Don'ts” user interface, a Contacts user interface, and Examples user interface, a Links user interface and a Project Plan user interface.
- the links to the overview, “Do's and Don'ts”, contacts, examples user interface, links user interface and project plan are configured for the integration area displayed. For example, selection of the “Do's and Don'ts” link in first portion 140 causes a display describing what a business leader should and should not do in an acquisition integration. More detailed descriptions of the links within an integration area are included below.
- First portion 140 also includes under the Business Leader heading a graphical representation of the stages of the acquisition integration, referred to herein as headings for groupings of integration events.
- the headings include pre-due diligence, due diligence, post signing/pre-closing, post closing, and transition to operations topics. Listed under each of the heading topics are listed pre-defined integration events for the integration area. As will be described below, each integration event is selectable by the user, and selection of an integration event causes a screen to be displayed. describing the integration event.
- FIG. 9 is a second portion 150 of Business Leader integration area and deliverables checklists user interface.
- Second portion 150 includes under the headings described above, deliverables which are to be completed before the integration team moves to the next heading.
- Deliverables checklists are stored within database 18 (shown in FIG. 2).
- the deliverables “integration leader appointed/steering committee appointed” and “participate in define tollgate” are completed in the pre due diligence stage, and checked.
- An example of a tollgate is a meeting or conference call to review completeness of deliverables on the checklist and determine whether the integration can proceed to the next stage, for example, pre-closing to post-closing.
- FIG. 10 is an example of an integration event explanation user interface 160 which is displayed upon selection of an integration event, for example, the integration events shown in FIG. 8.
- user interface 160 shows a Step 2100 : Present an Overview to Target Management user interface, showing advice to a manager associated with the acquisition integration and including a link to previous management presentations (described in FIG. 11).
- Description of the integration event is important to a person responsible for the integration event, since he or she determines completeness and updates a completion percentage for one or more integration events.
- FIG. 11 is an example of a sample presentations user interface 170 , in particular a management presentation, which is displayed upon selection of a management presentations link within an integration event description. While content of a management presentation will vary from integration event to integration event, user interface 170 illustrates that sample presentations are typically attached files, for example, slide presentations, presented previously and attached to the acquisition integration tool using system 10 . Data corresponding to presentations and explanations of integration events are stored within database 18 (shown in FIG. 2).
- FIG. 12 is an example of an Intellectual Property integration area user interface 200 .
- user interface 200 for the intellectual property acquisition integration task, there are multiple, pre-defined integration events listed under previously described pre-due diligence, due diligence, post signing/pre-closing, post closing, and transition to operations headings.
- Further included on user interface 200 are links to an AIF Main user interface, an intellectual property overview user interface, an intellectual property “Do's and Don'ts” user interface, an intellectual property contacts user interface, an intellectual property examples user interface, an intellectual property links user interface and an intellectual property project plan user interface.
- FIG. 13 includes an intellectual property deliverables checklist 210 , which is typically displayed with intellectual property integration area user interface 200 .
- Checklist 210 includes intellectual property “deliverables” which are to be completed for each heading (e.g. pre due diligence) before proceeding to the next heading (e.g. due diligence).
- FIG. 14 is an example of an Intellectual Property Overview user interface 220 , describing an intellectual property acquisition integration task list which is assigned to the intellectual property integration leader.
- User interface 220 is accessed by selecting the overview link described in intellectual property integration area user interface 200 (shown in FIG. 12.)
- FIG. 15 is an example of an Intellectual Property “Do's and Don'ts” user interface 230 , which provides advice to managers of the acquisition integration of a target company's intellectual property.
- User interface 230 provides advice regarding which actions should be taken and which actions should be avoided.
- FIG. 16 is an example of an Intellectual Property contacts user interface 240 , showing contact information for an individual who has been designated as a source of knowledge when confronting intellectual property acquisition integration issues.
- FIG. 17 is an example of a portion of an intellectual property integration project plan 250 , showing pre-defined intellectual property acquisition integration events, or tasks, to be carried out before due diligence, during due diligence, and during the post-signing/pre-closing phase.
- a continuation (not shown) of user interface 250 identifies the integration events which take place after closing, and during a transition to normal operations phase.
- integration project plan 250 for each integration event there is listed, a name of a person responsible for the integration event, (e.g. a responsible person), a percentage complete, a date due, and any comments relating to the integration event.
- User interface 250 further includes integration sub-events, not listed on user interface 200 (shown in FIG. 12), which further define the integration events to be accomplished.
- FIG. 18 is an example of a Search AIF user interface 260 , where the user can search the acquisition integration tool for the occurrence of a specified term, which is entered by the user.
- FIG. 19 is an example of an Integration Progress Report user interface 270 , showing a percentage completion against plan with respect to each of the integration areas and headings used to group integration events. Specifically there is shown the processes relevant to integration of the acquisition, broken out by phase in the acquisition integration, including pre-due diligence, due diligence, post signing/pre-closing, post closing, and transition to operations phases.
- FIGS. 20 through 81 contain an example acquisition integration plan, including pre-defined integration events, for the following pre-defined integration areas: business leader, integration manager, due diligence leader, sales/marketing, E-commerce, customer services, collections, manufacturing, engineering, logistics, EHS, services, risk management, six sigma, information technology, communication, culture, human resources (HR) strategy, HR labor relations, HR employee benefits, HR compensation, HR employment practices, payroll benefits, expatriate administration, travel and living expenses, legal, intellectual property, compliance, treasury, Euro program, financial planning, closing reporting, tax integration, controllership and insurance.
- HR human resources
- Each of the above listed acquisition integration areas are accessible from main user interface 110 (shown in FIG. 5), and selection of any of the areas causes to be displayed integration events and deliverables checklists user interfaces for the integration area (similar to those shown in FIGS. 8 and 9). Further as system 10 displays integration area and deliverables checklists user interfaces for the above listed integration areas, integration events are selectable for a displayed description of the integration event. Also, from the integration area and deliverables checklists user interfaces, overviews, “Do's and Don'ts”, contacts, examples, links and project plans are selectable for viewing as above described.
- System 10 provides integration resources by providing a user with a knowledge depository, (e.g. an acquisition integration database based on input from subject area knowledge experts), collected from previous integration experiences, and presented in a format to enable the user to use the gathered knowledge to provide for smoother transitions and repeatable processes when conducting an integration of an acquisition.
- the user is further provided a integration project management tool where they can prepare their own acquisition integration plan by selecting integration areas and events from the pre-defined integration areas and events, which the integration manager user determines is relevant to their integration of an acquisition.
- An integration manager uses the selected integration areas and events to provide rigor, repeatability and the benefit of stored experience to their integration process.
- the integration manager is also free to add user-defined areas and events, based upon individual acquisition integration needs.
Abstract
Description
- A portion of the disclosure of this patent document contains material that is subject to copyright protection. The copyright owner has no objection to the facsimile reproduction by anyone of the patent document or the patent disclosure, as it appears in the Patent and Trademark Office patent file or records, but otherwise reserves all copyright rights whatsoever.
- This invention relates generally to integrating an acquired company with an acquiring company and more particularly, to methods and systems for assimilating a newly acquired asset or company with another asset or company.
- Acquisition integration, as used herein, refers to processes and systems for assimilating a newly acquired asset (e.g., a portfolio) or company with an existing asset or company. For example, acquisition integration occurs when one company acquires another company. Acquiring a company includes multiple phases. Such phases include, for example, a pre-due diligence phase during which objectives to achieve in an acquisition are defined, a due diligence phase during which candidate companies being considered for acquisition are studied, a post-sign/pre-close (i.e., contracts are signed but operating provisions are not yet effective) phase during which contractual contingencies are resolved, a post-closing (i.e., contracts fully effective) phase during which the acquired company comes under the control of the acquiring company, and a transition to operations phase where the former two companies begin to operate as a single entity.
- Integrating the operations and staff functions of the acquired company with the acquiring company traditionally starts with the post-sign/pre-close phase and continues into the post-closing phase. During the post-sign/pre-close phase, the integration activities may be minimal due to complexities and concerns relating to contractual contingencies, e.g., governmental reviews and approvals.
- Although integration traditionally has been performed starting with the post-sign/pre-close phase, there have been attempts to initiate integration earlier in the acquisition time continuum, such as in the pre due-diligence phase. Attempts to initiate integration efforts early in the acquisition process can meet with resistance due, for example, to a desire to focus resources on identifying and screening candidate companies and avoiding perceived unnecessary costs associated with tasks traditionally performed much later in the acquisition time continuum.
- Companies that perform numerous acquisitions throughout any given year may designate a group of individuals to work on acquisitions. Large companies with various operating businesses may designate multiple groups to work within assigned businesses on different acquisitions or on common acquisitions with other groups. The acquisition groups, however, typically focus on identifying candidate companies, performing due diligence on selected candidate companies, and then negotiating and finalizing the agreements necessary to acquire the selected company or companies. Once the acquisition agreements are executed, the acquisition group transitions to another acquisition project. Some members of the group that worked on the just completed acquisition may move on to new jobs, and new members are assigned to the acquisition group. The acquisition group is not necessarily involved in the post-closing integration.
- As a result, the knowledge and experience gained through the acquisition process by each member of the group may not necessarily even be passed along to the post-acquisition integration group. Also, a process utilized in one particular acquisition often is not formally captured in a way that promotes repeating the process for another acquisition. That is, one group working with one business may not necessarily share its experiences and knowledge with another group working in another business, or even with another group in the same business.
- Checklists are commonly utilized in the due diligence phase of an acquisition. A legal due diligence checklist, for example, identifies areas of concern regarding possible legal liabilities that should be analyzed when contemplating acquiring a company. An individual performing the legal due diligence can use the checklist as a tool to help ensure that the usual areas of concern have been addressed.
- Checklists, however, typically are used in the due diligence phase and do not span across multiple phases of the acquisition process. In addition, the checklist is used to indicate whether a particular task has been fully completed (e.g., does not indicate the extent to which a task is partially completed) and does not facilitate capturing process changes implemented in connection with a particular acquisition. Consequently, changes in the acquisition process for particular types of acquisitions often are not broadly communicated and easily replicated throughout a business.
- Further, even with the use of checklists, clearly communicating and assigning tasks to internal and external resources deployed on an acquisition, as well as tracking task completion and results, can be time consuming and difficult due to the number of people involved and the number of tasks to be completed. For an acquisition of a multi-national company having multiple sites throughout the world and thousands of employees located in many countries, communicating and assigning tasks to be completed is time consuming and complex.
- Success in an acquisition, i.e., achieving the acquiring company goals, depends on integration of the acquired company into the acquiring company. Such integration includes not only the operations of the companies, but also the management structures and corporate cultures. Improving the processes and systems utilized in connection with acquisition integration therefore should enhance the likelihood for successful acquisitions.
- In one aspect, a method in a computer for generating an acquisition integration project plan is provided which comprises displaying a plurality of pre-defined integration events based upon at least one user selected integration area, each pre-defined integration event being associated with a phase in an acquisition process, receiving at least one user selection of a pre-defined integration event for each user selected integration area, displaying the user selected, pre-defined integration events for each user selected integration area, displaying at least one of a name of a person responsible, a due date, a completion percentage, and a commentary for each user selected, pre-defined integration event, and storing the user selected, pre-defined integration events and corresponding integration areas as an acquisition integration project plan.
- In another aspect, a computer is provided which is programmed to display a plurality of pre-defined integration events based upon at least one user selected integration area, each pre-defined integration event being associated with a phase in an acquisition process, display at least one user selected, pre-defined integration event for each user selected integration area, display at least one of a name of a person responsible, a due date, a completion percentage, and a commentary for each user selected, pre-defined integration event, and store the user selected, pre-defined integration events and corresponding integration areas as an acquisition integration project plan.
- In yet another aspect, a database for acquisition integration is provided which comprises data corresponding to at least one integration area and data corresponding to integration events for each integration area.
- In still another aspect, a system for acquisition integration is provided which comprises a database comprising data corresponding to integration events for at least one integration area and a server configured to prompt a user to select an integration area and to provide information regarding a status of integration events within the integration area.
- In a further aspect, a method for acquisition integration planning is provided which comprises selecting, from an electronic interface, at least one of a plurality of integration areas, identifying a responsible person for each integration area using the interface, identifying a responsible person and a due date for each integration event within an integration area through the interface, and requesting, from the electronic interface, a percentage completion for each integration event.
- In still another aspect, an apparatus is provided which comprises means for prompting a user to select at least one integration area, means for displaying a plurality of integration events for the selected integration areas, and means for generating an integration acquisition project plan using selected integration events is provided.
- In another aspect, a computer program embodied on a computer-readable medium is provided which comprises a code segment that manages integration areas for acquisition integration, a code segment that organizes integration events for each integration area, and a code segment that generates an acquisition integration plan including a set of integration events and deliverable checklists based on user selected integration areas, to guide the user through integration process.
- In still another aspect, a method is provided for operating a computer which comprises prompting a user to select an integration area from an acquisition integration main user interface, displaying a set of selectable integration events for the selected integration area, and generating an integration project plan incorporating selected integration events.
- In yet another aspect, a computer is provided which is programmed to prompt a user to select an integration area from a computer generated screen configured as an acquisition integration main user interface, display a set of selectable integration events for the selected integration area, and generate an integration project plan incorporating user selected integration events.
- In a further aspect, a computer-readable medium is provided which is executable by a computer for receiving user selections of pre-defined integration areas, receiving user selections of pre-defined integration events for the selected integration areas, and generating an acquisition integration plan with the user selected, pre-defined integration areas and integration events for a planned acquisition.
- FIG. 1 is a flowchart illustrating process steps for generating a functional acquisition integration plan.
- FIG. 2 is a block diagram of a system.
- FIG. 3 is a block diagram of a network based system.
- FIG. 4 is an example of a login user interface for an acquisition integration framework tool.
- FIG. 5 is an example of a main user interface for an acquisition integration framework tool.
- FIG. 6 is an example of a Send Feedback user interface.
- FIG. 7 is an example of an AIF Overview user interface.
- FIG. 8 is an example of a Business Leader integration area user interface.
- FIG. 9 is a second portion of Business Leader integration area and deliverables checklists user interface.
- FIG. 10 is an example of an integration event explanation user interface.
- FIG. 11 is an example of a management presentations user interface.
- FIG. 12 is an example of an Intellectual Property integration area user interface.
- FIG. 13 is an intellectual property deliverables checklist.
- FIG. 14 is an example of an Intellectual Property Overview user interface.
- FIG. 15 is an example of an Intellectual Property “Do's and Don'ts” user interface.
- FIG. 16 is an example of an Intellectual Property contacts user interface.
- FIG. 17 an example of a portion of an Intellectual Property Integration Project Plan.
- FIG. 18 is an is an example of a Search AIF user interface.
- FIG. 19 is an example of an Integration Progress Report user interface.
- FIGS. 20 through 81 are spreadsheets listing pre-defined integration areas and a list of pre-defined integration events for each integration area.
- Set forth below is a description of embodiments of methods and systems for acquisition integration. The term acquisition integration, as used herein, refers to processes and systems for assimilating a newly acquired asset (e.g., a portfolio) or company with an existing asset or company. For example, acquisition integration processes and systems are utilized to incorporate a purchasing company's philosophies and operating styles into an acquired company, while realizing that the acquired company may bring “best practices” and operating philosophies that will improve the acquiring company. As used herein, the term “best practices” refers to processes and systems for performing tasks or functions that exceed the results of other known processes and systems.
- While the methods and systems are sometimes described in the context of a specific acquisition, the methods and systems are not limited to practice in connection with only one particular type of acquisition. Rather, the methods and systems can be used in connection with the acquisition integration of many different types of assets and companies.
- Generally, the methods and systems described below are easy to use, and facilitate clear communication and tracking of tasks performed in connection with an integration. Ease of use facilitates initiation of the acquisition integration processes early in the overall acquisition process. In addition, and as described below, the methods and systems are flexible to accommodate unique aspects of each acquisition. The methods and systems also capture the knowledge and experience gained in each acquisition, which facilitates a sharing of such knowledge and experiences with others involved in performing acquisition integration as well as enhances the repeatability of processes that are determined to be best practices.
- Referring now specifically to the drawings, FIG. 1 is a
flowchart 2 illustrating process steps for generating an acquisition integration project plan. A person familiar with computer software code can utilizeflowchart 2 in combination with various user interfaces (described below), to develop a computer program that is executable by computer systems (shown in FIGS. 2 and 3) which are described herein. In one example, a system based acquisition integration tool provides a framework for generating such a plan. Specifically, after a user logs into the system, the system prompts the user, e.g., via a display, to select 4 an integration area from an acquisition integration main user interface. Examples of pre-defined integration areas include commercial, operational, human resources, legal, and financial. Of course, fewer or more integration areas can be designated within the system. Once the user selects 4 an integration area, the system then displays 6 a set of selectable, pre-defined integration events including deliverables checklists for the selected integration area. Each integration event is listed under a respective heading, and each heading representing a phase in the acquisition process. Examples of headings include pre due diligence, due diligence, post sign/pre close, post close and transition to operations. In addition, deliverables are listed under each heading. The list of deliverables can be used to determine whether all tasks associated with a particular integration event have been completed. The acquisition integration plan is formed 8 based on the user-selected integration areas, and the plan includes, for each integration area and each phase of acquisition, integration events and deliverables. - Set forth below are details regarding example hardware architectures (FIGS. 2 and 3), and example computer generated screen shots displayed by the system to facilitate acquisition integration (FIGS. 4 through 19). In addition, a list of pre-defined integration areas and a list of pre-defined integration events are set forth in FIGS. 20 through 81. Using the pre-defined integration areas and integration events, a user, as explained below, is able to construct a customized integration plan using those areas and events the user, for example an integration manager for an upcoming acquisition integration, sees as being pertinent to their acquisition integration. Of course, best practices implemented by an acquiring company may cause certain integration areas and integration events to be required in every acquisition integration project plan. Further, a user is able to add user-defined integration areas and events to their integration, based upon specific integration needs, which, in the future, may be added to the pre-defined integration areas and integration events by a system administrator. The user is able to store their “custom” integration plan for access and use by their integration team as a spreadsheet or as a web page. The user and the integration team is thus provided with an acquisition integration plan, which is based upon pre-defined integration areas and events, which provides rigor and consistency to the acquisition integration process, and user-defined integration areas and events, which provides flexibility to the integration process. Again, although specific embodiments of methods and systems for integrating acquisitions are described herein, the methods and systems are not limited to such specific embodiments.
- Hardware Architecture
- FIGS. 2 and 3 illustrate, in block diagram form, hardware architectures that can be utilized in connection with implementing an acquisition integration system. Of course, the system can be implemented on many different platforms and utilizing different architectures. The architectures illustrates in FIGS. 2 and 3, therefore, are examples only.
- More specifically, FIG. 2 is a block diagram of a
system 10 that includes aserver sub-system 12, sometimes referred to herein asserver 12, and a plurality ofdevices 14 connected toserver 12. In one embodiment,devices 14 are computers including a web browser, andserver 12 is accessible todevices 14 via a network such as an intranet or a wide area network such as the Internet. In an alternative embodiment,devices 14 are servers for a network of user devices. -
Devices 14 are interconnected to the network, such as a local area network (LAN) or a wide area network (WAN), through many interfaces including dial-in-connections, cable modems and high-speed lines. Alternatively,devices 14 are any device capable of interconnecting to a network including a web-based phone or other web-based connectable equipment.Server 12 includes adatabase server 16 connected to acentralized database 18. In one embodiment,centralized database 18 is stored ondatabase server 16 and is accessed by potential users at one ofuser devices 14 by logging ontoserver sub-system 12 through one ofuser devices 14. In an alternative embodimentcentralized database 18 is stored remotely fromserver 12. - FIG. 3 is a block diagram of a network based
system 22.System 22 includesserver sub-system 12 anduser devices 14.Server sub-system 12 includesdatabase server 16, anapplication server 24, aweb server 26, afax server 28, adirectory server 30, and amail server 32. Adisk storage unit 34 incorporating a computer-readable medium is coupled todatabase server 16 anddirectory server 30.Servers administrator work station 38, awork station 40, and asupervisor work station 42 are coupled toLAN 36. Alternatively,work stations LAN 36 via an Internet link or are connected through an intranet. - Each
work station respective work stations LAN 36.Work stations LAN 36. -
Server sub-system 12 is configured to be communicatively coupled to various individuals oremployees 44 and to third parties, e.g., user, 46 via anISP Internet connection 48. The communication in the embodiment described is illustrated as being performed via the Internet, however, any other wide area network (WAN) type communication can be utilized in other embodiments, i.e., the systems and processes are not limited to being practiced via the Internet. In addition, and rather than aWAN 50,local area network 36 could be used in place ofWAN 50. - In the embodiment described, any
employee 44 oruser 46 having a work station 52 can accessserver sub-system 12. One ofuser devices 14 includes awork station 54 located at a remote location.Work stations 52 and 54 are personal computers including a web browser. Also,work stations 52 and 54 are configured to communicate withserver sub-system 12. Furthermore,fax server 28 communicates withemployees 44 andusers 46 located outside the business entity and any of the remotely located customer systems, including auser system 56 via a telephone link.Fax server 28 is configured to communicate withother work stations - User Interfaces (Screen Shots)
- FIG. 4 is an example of a
login user interface 100 for an acquisition integration framework tool. Authorized users are able to access the acquisition framework tool by entering a valid user name and password. If a password is forgotten, a link exists where a user can notify a system administrator of the forgotten password. A link where a non-user can request an account is also supplied in the embodiment ofuser interface 100 shown in FIG. 4. - FIG. 5 is an example of an acquisition integration
main user interface 110 for athe acquisition integration framework tool.Main user interface 110 includes headings for Commercial, Operational, Human Resources, Legal, and Financial. Under each of the headings are groupings of pre-defined integration areas, which are selectable by a user. Selection of a heading or the integration areas under a heading, causes to be displayed pre-defined integration events for the selected integration area. The display further includes a name for a person responsible for the selected integration area. In one embodiment, data corresponding to integration areas and integration events are stored within database 18 (shown in FIG. 2). - As shown on
user interface 110, an example pre-defined set of integration areas that a user can select from, includes, under the Commercial heading, sales and marketing, E-commerce financial services, including customer service and collections, and sourcing. Under an Operational heading, pre-defined integration areas include product, services, risk, six sigma and systems/information technology. The term six sigma, as used herein, refers to a quality initiative for reducing the number of defects to a quantified goal (i.e., six sigma). The product integration areas includes integration areas for manufacturing, engineering, logistics, and environmental health and safety (EHS). - A human resources integration area heading includes, in the embodiment shown, pre-defined integration areas for communication, culture, and strategy, including organization development, labor relations, employee benefits, compensation, employment practices, and employee services implementation (payroll benefits, expatriate administration and travel and living expenses).
- A legal integration area heading includes, in the embodiment shown, pre-defined integration areas for legal, intellectual property and compliance. A financial integration area includes treasury, Euro programs, financial planning, closing reporting, tax integration, controllership, and insurance.
- Further included on
user interface 110 are selectable links, selection of which provide the user with pre-defined integration events for a business leader, a due diligence leader, and an integration leader, in a graphical depiction of the relationship between those leaders. A user is further able to select an acquisition integration framework (AIF) overview or a feedback link (both described below), to provide comments to the administrator regarding system functionality. - FIG. 6 is an example of a Send
Feedback user interface 120 for an acquisition integration framework tool, showing a comment area where a user can enter comments for storage in database 18 (shown in FIG. 2) and submission of user-defined integration areas and integration events to a system administrator. - FIG. 7 is an example of an AIF
Overview user interface 130. In addition to the AIF overview shown, one embodiment ofuser interface 130 includes a description of the DMAIC (Define, Measure, Analyze, Implement, and Control) Integration Process, Non-Negotiables (elements that are essential for conducting business), and the Features of the AIF. Data corresponding to the AIF overview is stored withindatabase 18, for display bysystem 10. AIFOverview user interface 130 describes the philosophy underlying the acquisition integration framework, and is used to inform the user about critical aspects of Acquisition Integration. - FIGS. 8 and 9 are an example of a Business Leader integration area and deliverables checklists user interface. In a
first portion 140 of the user interface, are links to AIF main user interface 110 (shown in FIG. 5), an Overview user interface, a “Do's/Don'ts” user interface, a Contacts user interface, and Examples user interface, a Links user interface and a Project Plan user interface. It should be noted that the links to the overview, “Do's and Don'ts”, contacts, examples user interface, links user interface and project plan are configured for the integration area displayed. For example, selection of the “Do's and Don'ts” link infirst portion 140 causes a display describing what a business leader should and should not do in an acquisition integration. More detailed descriptions of the links within an integration area are included below. -
First portion 140 also includes under the Business Leader heading a graphical representation of the stages of the acquisition integration, referred to herein as headings for groupings of integration events. The headings include pre-due diligence, due diligence, post signing/pre-closing, post closing, and transition to operations topics. Listed under each of the heading topics are listed pre-defined integration events for the integration area. As will be described below, each integration event is selectable by the user, and selection of an integration event causes a screen to be displayed. describing the integration event. - FIG. 9 is a
second portion 150 of Business Leader integration area and deliverables checklists user interface.Second portion 150 includes under the headings described above, deliverables which are to be completed before the integration team moves to the next heading. Deliverables checklists are stored within database 18 (shown in FIG. 2). For example, before proceeding to a due diligence, the deliverables “integration leader appointed/steering committee appointed” and “participate in define tollgate” are completed in the pre due diligence stage, and checked. An example of a tollgate is a meeting or conference call to review completeness of deliverables on the checklist and determine whether the integration can proceed to the next stage, for example, pre-closing to post-closing. - FIG. 10 is an example of an integration event
explanation user interface 160 which is displayed upon selection of an integration event, for example, the integration events shown in FIG. 8. In particular,user interface 160 shows a Step 2100: Present an Overview to Target Management user interface, showing advice to a manager associated with the acquisition integration and including a link to previous management presentations (described in FIG. 11). Description of the integration event is important to a person responsible for the integration event, since he or she determines completeness and updates a completion percentage for one or more integration events. - FIG. 11 is an example of a sample
presentations user interface 170, in particular a management presentation, which is displayed upon selection of a management presentations link within an integration event description. While content of a management presentation will vary from integration event to integration event,user interface 170 illustrates that sample presentations are typically attached files, for example, slide presentations, presented previously and attached to the acquisition integrationtool using system 10. Data corresponding to presentations and explanations of integration events are stored within database 18 (shown in FIG. 2). - FIG. 12 is an example of an Intellectual Property integration
area user interface 200. As shown onuser interface 200, for the intellectual property acquisition integration task, there are multiple, pre-defined integration events listed under previously described pre-due diligence, due diligence, post signing/pre-closing, post closing, and transition to operations headings. Further included onuser interface 200 are links to an AIF Main user interface, an intellectual property overview user interface, an intellectual property “Do's and Don'ts” user interface, an intellectual property contacts user interface, an intellectual property examples user interface, an intellectual property links user interface and an intellectual property project plan user interface. FIG. 13 includes an intellectualproperty deliverables checklist 210, which is typically displayed with intellectual property integrationarea user interface 200.Checklist 210 includes intellectual property “deliverables” which are to be completed for each heading (e.g. pre due diligence) before proceeding to the next heading (e.g. due diligence). - FIG. 14 is an example of an Intellectual Property
Overview user interface 220, describing an intellectual property acquisition integration task list which is assigned to the intellectual property integration leader.User interface 220 is accessed by selecting the overview link described in intellectual property integration area user interface 200 (shown in FIG. 12.) - FIG. 15 is an example of an Intellectual Property “Do's and Don'ts”
user interface 230, which provides advice to managers of the acquisition integration of a target company's intellectual property.User interface 230 provides advice regarding which actions should be taken and which actions should be avoided. - FIG. 16 is an example of an Intellectual Property
contacts user interface 240, showing contact information for an individual who has been designated as a source of knowledge when confronting intellectual property acquisition integration issues. - FIG. 17 is an example of a portion of an intellectual property
integration project plan 250, showing pre-defined intellectual property acquisition integration events, or tasks, to be carried out before due diligence, during due diligence, and during the post-signing/pre-closing phase. A continuation (not shown) ofuser interface 250 identifies the integration events which take place after closing, and during a transition to normal operations phase. Inintegration project plan 250 for each integration event, there is listed, a name of a person responsible for the integration event, (e.g. a responsible person), a percentage complete, a date due, and any comments relating to the integration event.User interface 250 further includes integration sub-events, not listed on user interface 200 (shown in FIG. 12), which further define the integration events to be accomplished. - FIG. 18 is an example of a Search
AIF user interface 260, where the user can search the acquisition integration tool for the occurrence of a specified term, which is entered by the user. - FIG. 19 is an example of an Integration Progress
Report user interface 270, showing a percentage completion against plan with respect to each of the integration areas and headings used to group integration events. Specifically there is shown the processes relevant to integration of the acquisition, broken out by phase in the acquisition integration, including pre-due diligence, due diligence, post signing/pre-closing, post closing, and transition to operations phases. - FIGS. 20 through 81 contain an example acquisition integration plan, including pre-defined integration events, for the following pre-defined integration areas: business leader, integration manager, due diligence leader, sales/marketing, E-commerce, customer services, collections, manufacturing, engineering, logistics, EHS, services, risk management, six sigma, information technology, communication, culture, human resources (HR) strategy, HR labor relations, HR employee benefits, HR compensation, HR employment practices, payroll benefits, expatriate administration, travel and living expenses, legal, intellectual property, compliance, treasury, Euro program, financial planning, closing reporting, tax integration, controllership and insurance.
- Each of the above listed acquisition integration areas are accessible from main user interface110 (shown in FIG. 5), and selection of any of the areas causes to be displayed integration events and deliverables checklists user interfaces for the integration area (similar to those shown in FIGS. 8 and 9). Further as
system 10 displays integration area and deliverables checklists user interfaces for the above listed integration areas, integration events are selectable for a displayed description of the integration event. Also, from the integration area and deliverables checklists user interfaces, overviews, “Do's and Don'ts”, contacts, examples, links and project plans are selectable for viewing as above described. - Use of
system 10 provides an integration team with the resources needed to perform the acquisition integration tasks involved when combining one business entity into another.System 10 provides integration resources by providing a user with a knowledge depository, (e.g. an acquisition integration database based on input from subject area knowledge experts), collected from previous integration experiences, and presented in a format to enable the user to use the gathered knowledge to provide for smoother transitions and repeatable processes when conducting an integration of an acquisition. The user is further provided a integration project management tool where they can prepare their own acquisition integration plan by selecting integration areas and events from the pre-defined integration areas and events, which the integration manager user determines is relevant to their integration of an acquisition. An integration manager uses the selected integration areas and events to provide rigor, repeatability and the benefit of stored experience to their integration process. The integration manager is also free to add user-defined areas and events, based upon individual acquisition integration needs. - While the invention has been described in terms of various specific embodiments, those skilled in the art will recognize that the invention can be practiced with modification within the spirit and scope of the claims.
Claims (79)
Priority Applications (5)
Application Number | Priority Date | Filing Date | Title |
---|---|---|---|
US09/855,091 US7006978B2 (en) | 2001-05-14 | 2001-05-14 | Method and systems for developing an acquisition integration project plan |
GB0328634A GB2392534A (en) | 2001-05-14 | 2002-05-13 | Methods and systems for performing acquisition integration |
PCT/US2002/015365 WO2002093309A2 (en) | 2001-05-14 | 2002-05-13 | Methods and systems for performing acquisition integration |
AU2002259218A AU2002259218A1 (en) | 2001-05-14 | 2002-05-13 | Methods and systems for performing acquisition integration |
JP2002589922A JP2004535629A (en) | 2001-05-14 | 2002-05-13 | Method and system for performing acquisition integration |
Applications Claiming Priority (1)
Application Number | Priority Date | Filing Date | Title |
---|---|---|---|
US09/855,091 US7006978B2 (en) | 2001-05-14 | 2001-05-14 | Method and systems for developing an acquisition integration project plan |
Publications (2)
Publication Number | Publication Date |
---|---|
US20020169649A1 true US20020169649A1 (en) | 2002-11-14 |
US7006978B2 US7006978B2 (en) | 2006-02-28 |
Family
ID=25320325
Family Applications (1)
Application Number | Title | Priority Date | Filing Date |
---|---|---|---|
US09/855,091 Expired - Lifetime US7006978B2 (en) | 2001-05-14 | 2001-05-14 | Method and systems for developing an acquisition integration project plan |
Country Status (5)
Country | Link |
---|---|
US (1) | US7006978B2 (en) |
JP (1) | JP2004535629A (en) |
AU (1) | AU2002259218A1 (en) |
GB (1) | GB2392534A (en) |
WO (1) | WO2002093309A2 (en) |
Cited By (32)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US20040181425A1 (en) * | 2003-03-14 | 2004-09-16 | Sven Schwerin-Wenzel | Change Management |
US20040220825A1 (en) * | 2003-03-14 | 2004-11-04 | Sven Schwerin-Wenzel | Organizational restructuring |
WO2006113433A2 (en) * | 2005-04-15 | 2006-10-26 | Fmr Corporation | Multi-authoring within a benefits content management system |
US20060282380A1 (en) * | 2005-06-13 | 2006-12-14 | International Business Machines Corporation | Integrated approach in an end-to-end process for mergers and acquisitions |
US20070033211A1 (en) * | 2005-08-04 | 2007-02-08 | Berman Saul J | Mergers and acquisitions using component business model |
US20070156503A1 (en) * | 2005-11-30 | 2007-07-05 | Accenture Global Services, Gmbh | Merger integration framework and tool |
US20070282876A1 (en) * | 2006-06-05 | 2007-12-06 | Yixin Diao | Method for service offering comparitive it management activity complexity benchmarking |
US20070282776A1 (en) * | 2006-06-05 | 2007-12-06 | International Business Machines Corporation | Method and system for service oriented collaboration |
US20070282470A1 (en) * | 2006-06-05 | 2007-12-06 | International Business Machines Corporation | Method and system for capturing and reusing intellectual capital in IT management |
US20070282692A1 (en) * | 2006-06-05 | 2007-12-06 | Ellis Edward Bishop | Method and apparatus for model driven service delivery management |
US20070282653A1 (en) * | 2006-06-05 | 2007-12-06 | Ellis Edward Bishop | Catalog based services delivery management |
US20080040173A1 (en) * | 2006-03-27 | 2008-02-14 | Accenture Global Services,Gmbh | Merger integration toolkit system and method for secure navigation hierarchy and workflow functionality |
US20080040140A1 (en) * | 2006-03-27 | 2008-02-14 | Accenture Global Services, Gmbh | Merger integration toolkit system and method for milestone tracking |
US20080040180A1 (en) * | 2006-03-27 | 2008-02-14 | Accenture Global Services, Gmbh | Merger integration toolkit system and method for merger-specific functionality |
US20080213740A1 (en) * | 2006-06-02 | 2008-09-04 | International Business Machines Corporation | System and Method for Creating, Executing and Searching through a form of Active Web-Based Content |
US20080300930A1 (en) * | 2007-05-30 | 2008-12-04 | Compitello Michael J | Developing and structuring business ecosystems |
US20090064235A1 (en) * | 2007-08-08 | 2009-03-05 | Kaytaro George Sugahara | Video Broadcasts with Interactive Viewer Content |
US7599964B1 (en) * | 2005-10-28 | 2009-10-06 | Sprint Communications Company L.P. | Bridge manager tool for problem management |
US20100042620A1 (en) * | 2006-06-05 | 2010-02-18 | International Business Machines Corporation | System and Methods for Managing Complex Service Delivery Through Coordination and Integration of Structured and Unstructured Activities |
US20100262466A1 (en) * | 2009-04-11 | 2010-10-14 | Nicholas Smith | Apparatus, system, and method for organizational merger and acquisition analysis |
US20100305991A1 (en) * | 2009-05-29 | 2010-12-02 | International Business Machine Corporation | Complexity Reduction of User Tasks |
US7877284B2 (en) | 2006-06-05 | 2011-01-25 | International Business Machines Corporation | Method and system for developing an accurate skills inventory using data from delivery operations |
US8001068B2 (en) | 2006-06-05 | 2011-08-16 | International Business Machines Corporation | System and method for calibrating and extrapolating management-inherent complexity metrics and human-perceived complexity metrics of information technology management |
US8090600B2 (en) | 2006-07-31 | 2012-01-03 | Insight Catastrophe Solutions | Apparatuses, methods, and systems for building a risk evaluation product |
US8265942B2 (en) | 2005-04-15 | 2012-09-11 | Fmr Llc | Multi-authoring within benefits content system |
US8468042B2 (en) | 2006-06-05 | 2013-06-18 | International Business Machines Corporation | Method and apparatus for discovering and utilizing atomic services for service delivery |
US8635140B2 (en) | 2006-07-31 | 2014-01-21 | Insight Catastrophe Group, Llc | Apparatuses, methods, and systems for providing a reconfigurable insurance quote generator user interface |
US8682772B2 (en) | 2006-07-31 | 2014-03-25 | Insight Catastrophe Group, Llc | Apparatuses, methods, and systems for providing a risk scoring engine user interface |
US8788311B2 (en) | 2005-04-15 | 2014-07-22 | Fmr Llc | Quality control of authoring work flow within a benefits content system |
US9110934B2 (en) | 2006-06-02 | 2015-08-18 | International Business Machines Corporation | System and method for delivering an integrated server administration platform |
US9600784B2 (en) | 2008-04-04 | 2017-03-21 | International Business Machines Corporation | Estimating value of information technology service management based on process complexity analysis |
US11120380B1 (en) | 2014-06-03 | 2021-09-14 | Massachusetts Mutual Life Insurance Company | Systems and methods for managing information risk after integration of an acquired entity in mergers and acquisitions |
Families Citing this family (21)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US7295999B1 (en) | 2000-12-20 | 2007-11-13 | Jpmorgan Chase Bank, N.A. | System and method for determining eligibility and enrolling members in various programs |
US7895098B2 (en) | 2001-03-01 | 2011-02-22 | Jpmorgan Chase Bank, N.A. | System and method for measuring and utilizing pooling analytics |
US20030217036A1 (en) * | 2002-05-14 | 2003-11-20 | Argent Regulatory Services, L.L.C. | Online regulatory compliance system and method for facilitating compliance |
US7756896B1 (en) | 2002-03-11 | 2010-07-13 | Jp Morgan Chase Bank | System and method for multi-dimensional risk analysis |
US20030187676A1 (en) * | 2002-03-29 | 2003-10-02 | Stefan Hack | Tool for developing a map of relevant business processes and flows |
US20040254805A1 (en) * | 2003-03-14 | 2004-12-16 | Sven Schwerin-Wenzel | Benefits and compensation realignment |
US20070179871A1 (en) * | 2003-07-29 | 2007-08-02 | Minor Earlena F | System and Method for providing and utilizing cascading express asset capitalization integration rules |
US20050197869A1 (en) * | 2003-12-31 | 2005-09-08 | Justin Schaefer | System for mergers and acquisitions |
US20060074839A1 (en) * | 2004-09-24 | 2006-04-06 | Accenture Global Services Gmbh | Merger integration analysis tool |
US7739137B2 (en) * | 2005-02-04 | 2010-06-15 | Suresh Jagtiani | Project management software |
US20060271454A1 (en) * | 2005-05-25 | 2006-11-30 | Strom Steven R | Method of analyzing a sale process for a company |
US8635138B2 (en) | 2009-07-16 | 2014-01-21 | Steven R. Strom | Method of analyzing a sale process for an entity |
US20080004925A1 (en) * | 2006-06-29 | 2008-01-03 | Bangel Matthew J | Multi-site project management |
US20080065426A1 (en) * | 2006-07-31 | 2008-03-13 | Richard Ziade | Apparatuses, Methods, and Systems for a Reconfigurable Insurance Quoting Engine |
US20080162201A1 (en) * | 2006-12-28 | 2008-07-03 | Joachim Sander | Displaying a model-based computer user interface |
US20090043621A1 (en) * | 2007-08-09 | 2009-02-12 | David Kershaw | System and Method of Team Performance Management Software |
US20110208662A1 (en) * | 2010-02-19 | 2011-08-25 | Argent Consulting Services, Inc. | Systems and Methods for Regulatory Compliance |
CN102368777B (en) * | 2011-11-29 | 2014-03-19 | 国家电网公司 | Processing method of data, client and server |
US11568339B2 (en) | 2020-08-18 | 2023-01-31 | Asana, Inc. | Systems and methods to characterize units of work based on business objectives |
US20220164774A1 (en) * | 2020-11-23 | 2022-05-26 | C2 Monster Co., Ltd. | Project management system with capture review transmission function and method thereof |
US11803814B1 (en) * | 2021-05-07 | 2023-10-31 | Asana, Inc. | Systems and methods to facilitate nesting of portfolios within a collaboration environment |
Citations (12)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US5490097A (en) * | 1993-03-22 | 1996-02-06 | Fujitsu Limited | System and method for modeling, analyzing and executing work process plans |
US5548506A (en) * | 1994-03-17 | 1996-08-20 | Srinivasan; Seshan R. | Automated, electronic network based, project management server system, for managing multiple work-groups |
US5826252A (en) * | 1996-06-28 | 1998-10-20 | General Electric Company | System for managing multiple projects of similar type using dynamically updated global database |
US5890131A (en) * | 1996-04-19 | 1999-03-30 | Skymark Corporation | Project organization and optimization tool and method of use thereof |
US5893074A (en) * | 1996-01-29 | 1999-04-06 | California Institute Of Technology | Network based task management |
US6381610B1 (en) * | 1999-01-22 | 2002-04-30 | Unmesh B. Gundewar | System and method for implementing project procedures |
US20020133384A1 (en) * | 2001-03-16 | 2002-09-19 | Dimitruk Paul Arthur | Decision making and implementation system |
US20030018510A1 (en) * | 2001-03-30 | 2003-01-23 | E-Know | Method, system, and software for enterprise action management |
US6581039B2 (en) * | 1999-11-23 | 2003-06-17 | Accenture Llp | Report searching in a merger and acquisition environment |
US6671692B1 (en) * | 1999-11-23 | 2003-12-30 | Accenture Llp | System for facilitating the navigation of data |
US6671693B1 (en) * | 1999-11-23 | 2003-12-30 | Accenture Llp | System for effectively collecting and disseminating data |
US6678698B2 (en) * | 2000-02-15 | 2004-01-13 | Intralinks, Inc. | Computerized method and system for communicating and managing information used in task-oriented projects |
Family Cites Families (16)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US5172313A (en) | 1987-12-11 | 1992-12-15 | Schumacher Billy G | Computerized management system |
US4942527A (en) | 1987-12-11 | 1990-07-17 | Schumacher Billy G | Computerized management system |
US5381332A (en) | 1991-12-09 | 1995-01-10 | Motorola, Inc. | Project management system with automated schedule and cost integration |
US5566349A (en) | 1994-05-16 | 1996-10-15 | Trout; Ray C. | Complementary concurrent cooperative multi-processing multi-tasking processing system using shared memories with a minimum of four complementary processors |
US5974391A (en) * | 1994-07-12 | 1999-10-26 | Fujitsu Limited | Device and method for project management |
US5999911A (en) * | 1995-06-02 | 1999-12-07 | Mentor Graphics Corporation | Method and system for managing workflow |
US5765140A (en) * | 1995-11-17 | 1998-06-09 | Mci Corporation | Dynamic project management system |
US5920873A (en) | 1996-12-06 | 1999-07-06 | International Business Machines Corporation | Data management control system for file and database |
US6088693A (en) | 1996-12-06 | 2000-07-11 | International Business Machines Corporation | Data management system for file and database management |
US5907490A (en) * | 1997-06-10 | 1999-05-25 | Electronic Data Systems Corporation | System and method for project management and assessment |
US6256651B1 (en) * | 1997-06-20 | 2001-07-03 | Raja Tuli | Time management workflow software |
US6519763B1 (en) * | 1998-03-30 | 2003-02-11 | Compuware Corporation | Time management and task completion and prediction software |
US6343265B1 (en) * | 1998-07-28 | 2002-01-29 | International Business Machines Corporation | System and method for mapping a design model to a common repository with context preservation |
US6233537B1 (en) * | 1999-03-26 | 2001-05-15 | E.Piphany, Inc. | Workflow modeling language |
US6256773B1 (en) | 1999-08-31 | 2001-07-03 | Accenture Llp | System, method and article of manufacture for configuration management in a development architecture framework |
WO2001039083A1 (en) * | 1999-11-23 | 2001-05-31 | Accenture Llp | Reporting and tracking in a merger and acquisition environment |
-
2001
- 2001-05-14 US US09/855,091 patent/US7006978B2/en not_active Expired - Lifetime
-
2002
- 2002-05-13 JP JP2002589922A patent/JP2004535629A/en active Pending
- 2002-05-13 GB GB0328634A patent/GB2392534A/en not_active Withdrawn
- 2002-05-13 WO PCT/US2002/015365 patent/WO2002093309A2/en active Application Filing
- 2002-05-13 AU AU2002259218A patent/AU2002259218A1/en not_active Abandoned
Patent Citations (12)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US5490097A (en) * | 1993-03-22 | 1996-02-06 | Fujitsu Limited | System and method for modeling, analyzing and executing work process plans |
US5548506A (en) * | 1994-03-17 | 1996-08-20 | Srinivasan; Seshan R. | Automated, electronic network based, project management server system, for managing multiple work-groups |
US5893074A (en) * | 1996-01-29 | 1999-04-06 | California Institute Of Technology | Network based task management |
US5890131A (en) * | 1996-04-19 | 1999-03-30 | Skymark Corporation | Project organization and optimization tool and method of use thereof |
US5826252A (en) * | 1996-06-28 | 1998-10-20 | General Electric Company | System for managing multiple projects of similar type using dynamically updated global database |
US6381610B1 (en) * | 1999-01-22 | 2002-04-30 | Unmesh B. Gundewar | System and method for implementing project procedures |
US6581039B2 (en) * | 1999-11-23 | 2003-06-17 | Accenture Llp | Report searching in a merger and acquisition environment |
US6671692B1 (en) * | 1999-11-23 | 2003-12-30 | Accenture Llp | System for facilitating the navigation of data |
US6671693B1 (en) * | 1999-11-23 | 2003-12-30 | Accenture Llp | System for effectively collecting and disseminating data |
US6678698B2 (en) * | 2000-02-15 | 2004-01-13 | Intralinks, Inc. | Computerized method and system for communicating and managing information used in task-oriented projects |
US20020133384A1 (en) * | 2001-03-16 | 2002-09-19 | Dimitruk Paul Arthur | Decision making and implementation system |
US20030018510A1 (en) * | 2001-03-30 | 2003-01-23 | E-Know | Method, system, and software for enterprise action management |
Cited By (42)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US20040220825A1 (en) * | 2003-03-14 | 2004-11-04 | Sven Schwerin-Wenzel | Organizational restructuring |
US20040181425A1 (en) * | 2003-03-14 | 2004-09-16 | Sven Schwerin-Wenzel | Change Management |
US8788311B2 (en) | 2005-04-15 | 2014-07-22 | Fmr Llc | Quality control of authoring work flow within a benefits content system |
WO2006113433A2 (en) * | 2005-04-15 | 2006-10-26 | Fmr Corporation | Multi-authoring within a benefits content management system |
WO2006113433A3 (en) * | 2005-04-15 | 2010-09-10 | Fmr Corporation | Multi-authoring within a benefits content management system |
US8265942B2 (en) | 2005-04-15 | 2012-09-11 | Fmr Llc | Multi-authoring within benefits content system |
US20060282380A1 (en) * | 2005-06-13 | 2006-12-14 | International Business Machines Corporation | Integrated approach in an end-to-end process for mergers and acquisitions |
US20080270314A1 (en) * | 2005-06-13 | 2008-10-30 | International Business Machines Corporation | Integrated approach in an end-to-end process for mergers and acquisitions |
US20070033211A1 (en) * | 2005-08-04 | 2007-02-08 | Berman Saul J | Mergers and acquisitions using component business model |
US20080183529A1 (en) * | 2005-08-04 | 2008-07-31 | Berman Saul J | Mergers and Acquisitions Using Component Business Model |
US7599964B1 (en) * | 2005-10-28 | 2009-10-06 | Sprint Communications Company L.P. | Bridge manager tool for problem management |
US20070156503A1 (en) * | 2005-11-30 | 2007-07-05 | Accenture Global Services, Gmbh | Merger integration framework and tool |
US9406034B2 (en) | 2006-03-27 | 2016-08-02 | Accenture Global Services Limited | Merger integration toolkit system and method for milestone tracking |
US20080040173A1 (en) * | 2006-03-27 | 2008-02-14 | Accenture Global Services,Gmbh | Merger integration toolkit system and method for secure navigation hierarchy and workflow functionality |
US20080040140A1 (en) * | 2006-03-27 | 2008-02-14 | Accenture Global Services, Gmbh | Merger integration toolkit system and method for milestone tracking |
US20080040180A1 (en) * | 2006-03-27 | 2008-02-14 | Accenture Global Services, Gmbh | Merger integration toolkit system and method for merger-specific functionality |
US9110934B2 (en) | 2006-06-02 | 2015-08-18 | International Business Machines Corporation | System and method for delivering an integrated server administration platform |
US20080213740A1 (en) * | 2006-06-02 | 2008-09-04 | International Business Machines Corporation | System and Method for Creating, Executing and Searching through a form of Active Web-Based Content |
US7739273B2 (en) | 2006-06-02 | 2010-06-15 | International Business Machines Corporation | Method for creating, executing and searching through a form of active web-based content |
US20070282653A1 (en) * | 2006-06-05 | 2007-12-06 | Ellis Edward Bishop | Catalog based services delivery management |
US20070282776A1 (en) * | 2006-06-05 | 2007-12-06 | International Business Machines Corporation | Method and system for service oriented collaboration |
US20100042620A1 (en) * | 2006-06-05 | 2010-02-18 | International Business Machines Corporation | System and Methods for Managing Complex Service Delivery Through Coordination and Integration of Structured and Unstructured Activities |
US20070282876A1 (en) * | 2006-06-05 | 2007-12-06 | Yixin Diao | Method for service offering comparitive it management activity complexity benchmarking |
US20080215404A1 (en) * | 2006-06-05 | 2008-09-04 | International Business Machines Corporation | Method for Service Offering Comparative IT Management Activity Complexity Benchmarking |
US20070282470A1 (en) * | 2006-06-05 | 2007-12-06 | International Business Machines Corporation | Method and system for capturing and reusing intellectual capital in IT management |
US8554596B2 (en) | 2006-06-05 | 2013-10-08 | International Business Machines Corporation | System and methods for managing complex service delivery through coordination and integration of structured and unstructured activities |
US7877284B2 (en) | 2006-06-05 | 2011-01-25 | International Business Machines Corporation | Method and system for developing an accurate skills inventory using data from delivery operations |
US8001068B2 (en) | 2006-06-05 | 2011-08-16 | International Business Machines Corporation | System and method for calibrating and extrapolating management-inherent complexity metrics and human-perceived complexity metrics of information technology management |
US8468042B2 (en) | 2006-06-05 | 2013-06-18 | International Business Machines Corporation | Method and apparatus for discovering and utilizing atomic services for service delivery |
US20070282692A1 (en) * | 2006-06-05 | 2007-12-06 | Ellis Edward Bishop | Method and apparatus for model driven service delivery management |
US8090600B2 (en) | 2006-07-31 | 2012-01-03 | Insight Catastrophe Solutions | Apparatuses, methods, and systems for building a risk evaluation product |
US8635140B2 (en) | 2006-07-31 | 2014-01-21 | Insight Catastrophe Group, Llc | Apparatuses, methods, and systems for providing a reconfigurable insurance quote generator user interface |
US8682772B2 (en) | 2006-07-31 | 2014-03-25 | Insight Catastrophe Group, Llc | Apparatuses, methods, and systems for providing a risk scoring engine user interface |
US20080300930A1 (en) * | 2007-05-30 | 2008-12-04 | Compitello Michael J | Developing and structuring business ecosystems |
US20090064235A1 (en) * | 2007-08-08 | 2009-03-05 | Kaytaro George Sugahara | Video Broadcasts with Interactive Viewer Content |
US9600784B2 (en) | 2008-04-04 | 2017-03-21 | International Business Machines Corporation | Estimating value of information technology service management based on process complexity analysis |
US20100262466A1 (en) * | 2009-04-11 | 2010-10-14 | Nicholas Smith | Apparatus, system, and method for organizational merger and acquisition analysis |
US20100305991A1 (en) * | 2009-05-29 | 2010-12-02 | International Business Machine Corporation | Complexity Reduction of User Tasks |
US9159039B2 (en) | 2009-05-29 | 2015-10-13 | International Business Machines Corporation | Complexity reduction of user tasks |
US9177269B2 (en) | 2009-05-29 | 2015-11-03 | International Business Machines Corporation | Complexity reduction of user tasks |
US9740479B2 (en) | 2009-05-29 | 2017-08-22 | International Business Machines Corporation | Complexity reduction of user tasks |
US11120380B1 (en) | 2014-06-03 | 2021-09-14 | Massachusetts Mutual Life Insurance Company | Systems and methods for managing information risk after integration of an acquired entity in mergers and acquisitions |
Also Published As
Publication number | Publication date |
---|---|
JP2004535629A (en) | 2004-11-25 |
US7006978B2 (en) | 2006-02-28 |
WO2002093309A2 (en) | 2002-11-21 |
AU2002259218A1 (en) | 2002-11-25 |
WO2002093309A3 (en) | 2004-05-27 |
GB2392534A (en) | 2004-03-03 |
GB0328634D0 (en) | 2004-01-14 |
Similar Documents
Publication | Publication Date | Title |
---|---|---|
US20020169649A1 (en) | Methods and systems for performing acquisition integration | |
Hendrickson | Human resource information systems: Backbone technology of contemporary human resources | |
US7640165B2 (en) | Web based methods and systems for managing compliance assurance information | |
US20060206352A1 (en) | System for seamless enablement of compound enterprise-processes | |
US20020019765A1 (en) | Performance measurement and management | |
Lederer et al. | The process of strategic information planning | |
US20040030992A1 (en) | System and method for management of a virtual enterprise | |
US20020128895A1 (en) | Project management method for optimizing information technology resources | |
WO2001026007A1 (en) | Method and estimator for providing business recovery planning | |
US20030167175A1 (en) | Method and system for generating new businesses | |
US8731991B2 (en) | System and method of information technology application deployment | |
US20030212583A1 (en) | Automated tool set for improving operations in an ecommerce business | |
CA2290594A1 (en) | Strategic management system | |
US20170337501A1 (en) | System and method for coordinating and controlling production processes and inter-related decision making processes | |
US20040024629A1 (en) | Methods and apparatus for project management | |
Bekkers | The governance of back office integration in e-government: Some dutch experiences | |
Morrisson | Best practice models for enterprise resource planning implementation and security challenges | |
Andersson et al. | Integration of Business Process Support with Knowledge Management–A Practical Perspective | |
JP2002092371A (en) | Business control system | |
US20220358466A1 (en) | Systems, methods, and apparatuses for employment management | |
Atkinson et al. | A case study exploration of groupware supported workflow | |
US20120116851A1 (en) | Apparatus and approach for electronic data management, processing and implementation | |
Duff | Master Data Management Roles-Their Part in Data Quality Implementation. | |
Beckworth et al. | A process quality management system | |
Great Britain. Office of Government Commerce | Continual service improvement |
Legal Events
Date | Code | Title | Description |
---|---|---|---|
AS | Assignment |
Owner name: GENERAL ELECTRIC CAPITAL CORPORATION, CONNECTICUT Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNORS:LINEBERRY, SUSAN S.;CHEYNS, JANNIC;HERMAN, RONALD;AND OTHERS;REEL/FRAME:012445/0176;SIGNING DATES FROM 20010823 TO 20011106 |
|
STCF | Information on status: patent grant |
Free format text: PATENTED CASE |
|
FPAY | Fee payment |
Year of fee payment: 4 |
|
FPAY | Fee payment |
Year of fee payment: 8 |
|
AS | Assignment |
Owner name: GE CAPITAL US HOLDINGS, INC., CONNECTICUT Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNOR:GENERAL ELECTRIC CAPITAL LLC;REEL/FRAME:037412/0306 Effective date: 20151202 |
|
MAFP | Maintenance fee payment |
Free format text: PAYMENT OF MAINTENANCE FEE, 12TH YEAR, LARGE ENTITY (ORIGINAL EVENT CODE: M1553) Year of fee payment: 12 |